Human resource practitioners and the policies that they put in place are considered vital in shaping the direction of a firm. With this in mind, it is upon the human resource managers to come up with sound policies that steer their firms to the right direction. This is based on the fact that, good use of the human resource not only enhances motivation, but also, makes employees perform well. However, this is not the case due to the discriminations that is inherent in organizations. The current study showcases how gender discrimination is practiced in many organizations based on the regressive human resource policies that disadvantage women in hiring, training, promotion, and other factors. Apart from that, its prevalence in male dominated firms as well as culture, and managerial configurations are also considered.
Gender discrimination within is a menace in healthcare systems since it hinders healthcare facilities to offer quality services to patients. This arises from the biased and inefficient practices that are adopted by the human resource managers when it comes to recruitment, training and promotion of employees. The policies work to the disadvantage to women from all aspects since more priority is given to the men. The human resource policies fail to take consideration of various challenges faced by women such as childbirth and rearing which is common to all women. Instead, absenteeism for work for such reasons is construed to mean uneasiness to work, and waste of resources. This leads to devaluation of female workers` jobs, thus, leading to lower pay as compared to their male counterparts of the same rank (Newman 5).
The human resource policies fail to create a balance between the genders on strategic positions within the firm. Instead, skewed promotions are made for males to occupy influential positions and act as supervisors for the women employees. Whenever, men assume such roles, they intentionally fail to support their female colleagues from such activities such as access to training, financial facilitation of their roles, work scheduling, and other factors. Eventually, it leads to dissatisfaction and underperformance on the women and affects the general performance of the health sector (Newman 7).
The world is composed of diverse cultures which make communities and individuals make decisions based on their customs. The socio-cultural theory posits that women tend to be considered as lesser beings and inferior to men. This makes individual, institutions, countries, and continents to have less faith in their work. That notion is usually experienced within work setups and influences the decisions of human resource practitioners. This concept has led to low recruitment of women as expatriates among various countries (Bader et al. 5).
Besides, the few that get recruited are subjected to female harassment and denied access to various organizational privileges such as training, promotion, pay and many more. In addition, their racial differences also prevents them from being considered competent and disregarded in all their endeavours.In addition, it the religious influences such as the Muslim faith, prevents competent women from assuming senior positions and supervise men. On the contrary, it requires women to be submissive and comply with the directions of their husbands who also double up as the heads of their families. Consequently, more priority is given to male counterparts due to cultural and institutional failures. Eventually, they are compelled to remain in similar positions for longer time (Bader et al. 6).
The unequal treatment that is meted against women in organizations is solely contributed to the regressive policies and traditions that are held. These acts emanate from the structure, practices, and guidelines which give the male counterparts more leverage against females. The structural and cultural effects that accord women unfair treatment arise in cases whereby males occupy strategic and influential positions of the firms (Stamarski, and Son Hing 3).As such, they will be expected to advertise, shortlist, interview, and recruit the best candidates. Instead of adhering to international guidelines, such officers would instead give priority to their male counterparts in all the stages. In the end, the firm will be composed of several men and few women. Apart from that, such institutions are highly likely to disregard the skills, education, and experience of female persons when it comes to recruitment and promotion. The same would also be seen during job evaluations whereby discriminatory yardsticks would be used to determine who should be given a promotion (Stamarski, and Son Hing 8).
Human resource policies in the military tend to give more promotions to men over women. This is attributed to the belief that military job requires masculinity. Nevertheless, the military may be composed of different races depending on the country. In the U.S context, the military is composed of various races and men occupy the most critical positions of power and authority. This depicts the gender discrimination with regards to promotion, and recruitment. However, both black and white women are usually given low ranks, with the black women occupying the lowest in the setup. This depicts how gender and race affects recruitment and promotion based on the double blow that is meted on black women. Besides, they are also expected to work extra harder before being considered for promotion than males. Discrimination is also experienced by the females who are subjected to harassment by the males regardless of their rank in the army (Foes, Jillian and Ellen 113).
The success, career development and promotion among women in employment places depend on their ability to render their services for longer hours. This cannot be achieved and works to their disadvantage since they are also expected to assume the role of mothers and wives to their children and husbands respectively. Any organization that bases its evaluation on such bases make women to receive less pay, and no payment for overtimes and are usually headed by men. On the contrary, female headed organizations are likely to be more sensitive to women`s needs and entrench flexible working hours for women and men, thus, giving each an equal opportunity to progress and work in hospitable environments (Claudio, and Vigani 4).
Bader, Benjamin, et al. “Institutional discrimination of women and workplace harassment of female expatriates: Evidence from 25 host countries.” Journal of Global Mobility 6.1 (2018): 40-58.
Foynes, Melissa Ming, Jillian C. Shipherd, and Ellen F. Harrington. “Race and gender discrimination in the Marines.” Cultural Diversity and Ethnic Minority Psychology 19.1 (2013): 111.
Lucifora, Claudio, and Daria Vigani. “What if your boss is a woman? Work organization, work-life balance and gender discrimination at the workplace.” (2016).
Newman, Constance. “Time to address gender discrimination and inequality in the health workforce.” Human resources for health 12.1 (2014): 25.
Stamarski, Cailin Susan, and Leanne S. Son Hing. “Gender inequalities in the workplace: the effects of organizational structures, processes, practices, and decision makers’ sexism.” Frontiers in psychology 6 (2015): 1400.